11 Ensuring people havingthe right knowledge,in the right place,at the right time.Knowledge is the facts, feelings or experience known by a person or group of people.

12 Explicit Tacit 2 Types of KnowledgeBisa dituliskan di dalam document/databaseInstruksi Kerja (IK)Tacitknowledge yang dibawa “di dalam kepala” (tidak tertulis)How to fix a .....How to handle a..“tacit” knowledge—the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their headsAt the same time, tacit knowledge has an important cognitive dimension. It consists of mental models, beliefs, and perspectives so ingrained that we take them for granted and therefore cannot easily articulate them.The process for making tacit knowledge explicit is externalization. One case is the articulation of one’s own tacit knowledge - ideas or images in words, metaphors, analogies. A second case is eliciting and translating the tacit knowledge of others - customer, experts for example - into a readily understandable form, e.g., explicit knowledge.

14 Framework Knowledge ManagementRedundancy is important because it encourages frequent dialogue and communication. This helps create a “commoncognitive ground” among employees and thus facilitates the transfer of tacit knowledge. Since members of the organization share overlapping information, they can sense what others are struggling to articulate. Redundancy also spreads new explicit knowledge through the organization so it can be internalized by employees.

15 KM Examples Providing “Know How” induction packs to new staffConducting exit interviews when staff leave so that their knowledge is not lostCreating accessible databases of all publication produced by an organization7. Putting staff directories online so that people can easily find out who does what and where they are8. Creating intranets so that staff can access all kind of organizational information and knowledge4. Providing ongoing learning5. Encourage people with a common interest to network with others6. Creating electronic filing system that can be easily searched

16 Getting into organizational cultureThe ComponentsKMPeopleGetting into organizational cultureProcessTo improve knowledge sharing, organizations often need to change the internal processes structures and even organizational structures itselfTechnologyTechnology helps people to connect, but NOT the solution of KMAlan Frost (2008: 124) point out that although IT is an enabler of KM, it is not sufficient by itself.Botha, Kourie, and Snyman (2008: 132) warn that tacit-knowledge is still best transmitted from person to person and "the more tacit the knowledge, the less high-tech the solution"People : Getting an organisation’s culture (including values and behaviours) “right” for knowledge management is typically the most important and yet often the most difficult challengeProcesses : In order to improve knowledge sharing, organisations often need to make changes to the way their internal processes are structured, and sometimes even the organisational structure itself. For example, if an organisation is structured in such a way that different parts of it are competing for resources, then this will most likely be a barrier to knowledge sharing.Technology : A common misconception is that knowledge management is mainly about technology – getting an intranet, linking people by , compiling information databases etc. Technology is often a crucial enabler of knowledge management – it can help connect people with information, and people with each other, but it is not the solution. And it is vital that any technology used “fits” the organisation’s people and processes – otherwise it will simply not be used.It is vital that any technology used “fits” the organization’s people and processes – otherwise it will simply not be used.The more tacit the knowledge, the less high-tech the solution is

17 The Process ComponentsThe Process component include standard processes for knowledge-contribution, content management (accepting content, maintaining quality, keeping content current, deleting or archiving content that is obsolete), retrieval, membership on communities of practice, implementation-projects based on knowledge-reuse, methodology and standard formats to document best-practices and case studies, etc.It is important for processes to be as clear and simple as possible and well understood by employees across the organisation.To improve knowledge sharing, there has to be a change process

18 The Process ComponentsPay Attention to :Rule to ContributeContent Management (accepting content, maintaining quality, keeping content current, deleting/archiving obsolete contents)Membership (on communities of practice)Knowledge reuse (implementation projects based on knowledge-reuse)Standard formats for case-studies documents (clear, simple and well-understood)The Process component include standard processes for knowledge-contribution, content management (accepting content, maintaining quality, keeping content current, deleting or archiving content that is obsolete), retrieval, membership on communities of practice, implementation-projects based on knowledge-reuse, methodology and standard formats to document best-practices and case studies, etc.It is important for processes to be as clear and simple as possible and wellunderstood by employees across the organisation.To improve knowledge sharing, there has to be a change process

19 The Components: TechnologyTechnology  crucial enabler, but not the solution. It has to be “FIT” with employee

20 The Components: TechnologyMendukung knowledge sharingContoh: knowledge portal (Nutrifood Portal: portal.nutrifood.co.id) melalui internet.User-friendly, simple to useThese tools typically provide a secure central space where employees, customers, partners and suppliers can exchange information, shareknowledge and guide each other and the organisation to better decisions.Technology  crucial enabler, but not the solution. It has to be “FIT” with employee

22 Community of Practice (CoP)Merupakan suatu jaringan orang yang berbagi common interest dalam area knowledge atau kompetensi tertentu dan bersedia untuk bekerja dan belajar bersama dalam periode waktu tertentu untuk mengembangkan dan membagikan knowledge.Contohnya: Learning ForumA community of practice (CoP) is a network of people who share a common interest in a specific area of knowledge or competence and are willing to work and learn together over a period of time to develop and share that knowledge.Etienne Wenger is credited with coining the term “community of practice” and he defines them as “groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise by interacting on an ongoing basis.” He also believes that learning is a social activity and that people learn best in groups.Selama ini udah punya LeFo, berapa yang aktif? Terus berapa yang menuliskan?The principle: people learn best in groups

23 Community of Practice Types of CoP : Voluntary MembershipSpesific FocusNo Expectation of tangible resultsExistence defined by group membersA community of practice (CoP) is a network of people who share a common interest in a specific area of knowledge or competence and are willing to work and learn together over a period of time to develop and share that knowledge.Etienne Wenger is credited with coining the term “community of practice” and he defines them as “groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise by interacting on an ongoing basis.” He also believes that learning is a social activity and that people learn best in groups.Selama ini udah punya LeFo, berapa yang aktif? Terus berapa yang menuliskan?